The Project Schedule takes on
two distinct modes with a wide variety in between - AS-PLANNED and AS-BUILT.
The span of variations between the As-Planned and the As-Built are a chronicle
of the variations that take place both normally and as a result of
unanticipated problems resulting from lack of effective management, design
conflicts, unusual weather conditions, accidents, natural disasters and a
flurry of other combinations including, but not limited to conflicts between
Owner, Architect, Engineer and Contractors.
Historical schedules are
utilized in analysis of events contributing to delays, out-of-sequence work,
changed conditions, etc., however, an unfortunate fact is that due diligence
is not applied to the project schedule often enough and updates that could
shed some light on sequence and timeline changes are not available when the
time arrives to settle related disputes.
When working with our clients,
we try to educate concerned management levels in both the importance of the
scheduling function and the methodologies necessary to analyze and
re-construct the "as-built" from "the best recollection" of the involved
parties. We impress the comparison of the tedious "forensic process" with the
ease and accuracy of periodic "in-process" schedules to show a clear choice
for due diligence.
Maintenance of the planning and
scheduling process of a project is everyone's responsibility. All involved
contractors should maintain either manual or computerized tracking of the
project schedule information, even if they did not produce the published
schedule. Reference to activities that are not happening in the prescribed
sequence and/or timeline must be noted in the minutes of meetings, by letter
with the charted impact of the deviations shown and calculated.
There is always talk in terms
of what we "should do", in practice it almost never happens. So we take
advantage of the painful reconstruction of events, share the pain with our
clients and work with them on future projects to make "Scheduling and
Planning" a way of life.
Your scheduling activities are
"money in the bank". If you don't need them to negotiate, then the planning
paid off, and your "bottom line" for the project is probably good. If you
have cost over runs that are attributable to "others" then you will be armed
and at least have a good shot at recovery of a substantial amount of the
We will provide "real life,
real project" education to your project managers in avoiding claims and/or
minimizing losses through constructive scheduling and planning. As you know,
you have to have a plan - write it down, chart the plan, monitor the progress,
modify the plan as necessary and determine the effect of any expected changes
to progress. Construction cannot be profitable if the guidance is "razzel-dazzel";
the "PLAN" cannot be in someone's head - it has to be on paper or in a
digital format so everyone is on the same page.
Stop losses; minimize damages;
call us in the beginning, at the first whiff of trouble. We will help you get
a plan in place and keep you on track throughout the project - next project
you won't need us so much and in the future, practice will make planning and
scheduling a way of life for your projects.
We can provide scheduling services for
all aspects of your project;
Master Planning and Phasing
CPM schedule from concept through
Monitor and maintain schedules
through the full cycle of the project
Periodic updates and
modifications to meet the needs of the Project
Preparation of schedules to
accelerate and recover lost timelines
Prepare or review time extension
Evaluation of schedule impacts on
overall time and cost
Utilization of resource planning
to monitor planned cash flow from construction
Develop schedules of value from
planned construction activities.
Review and make recommendations
for processing of payment requisitions
LEARN HOW IN THE FIELD ON A REAL
PROJECT - YOUR PROJECT